WEBVTT 1 00:00:01.080 --> 00:00:04.160 Welcome back. In your Leadership, I'm Chris and I'm Lorenzo. And Lorenzo. 2 00:00:04.280 --> 00:00:07.519 On today's discussion, we're going to be continuing what we started last Monday 3 00:00:07.960 --> 00:00:13.359 on the advice that coaches would give to their younger selves. Per this Forbes 4 00:00:13.439 --> 00:00:20.399 Leadership article written by the Forbes Coaches Council, where they were kind of listing 5 00:00:20.480 --> 00:00:24.160 pieces of advice they would give to their younger selves that would help them become 6 00:00:24.519 --> 00:00:29.160 better coaches earlier in their career. This is rooted in the fact that a 7 00:00:29.199 --> 00:00:35.079 lot of organizations are starting to put a much higher level of importance on the 8 00:00:35.119 --> 00:00:40.159 idea that coaching is a very large part of leadership and leaders who coach well 9 00:00:40.359 --> 00:00:44.679 will tend to be more successful leaders. Last week we talked about listening. 10 00:00:45.280 --> 00:00:49.000 On today's episode, the first topic I want to talk about a piece of 11 00:00:49.039 --> 00:00:54.200 advice is this idea of pacing yourself. One of the people in the Forbes 12 00:00:54.560 --> 00:00:59.960 Council of Coaches says that if you're a high performer, you can be ANXIO 13 00:01:00.560 --> 00:01:04.400 to you know, advance and to move forward in your career. They wish 14 00:01:04.439 --> 00:01:10.560 someone would have coached them to raise their hand to ask for additional assignments, 15 00:01:10.640 --> 00:01:15.400 and and it's it's an interesting thing because you know, I've always thought that, 16 00:01:15.480 --> 00:01:18.840 you know, do do the work, do it well, and people 17 00:01:18.879 --> 00:01:22.439 will notice that. And once I started getting to a place where I'm leading 18 00:01:22.480 --> 00:01:25.439 teams, I'm starting to realize that, you know what, there's no way 19 00:01:25.439 --> 00:01:27.760 for me to notice every single thing that every team member is doing all the 20 00:01:27.840 --> 00:01:34.319 time unless they actually call it out. It's not it's not you know, 21 00:01:34.120 --> 00:01:40.239 a lack of humility. It's not an annoyance to raise your end and say 22 00:01:40.439 --> 00:01:42.319 this is what I've done. I want more, give me something else. 23 00:01:42.319 --> 00:01:49.239 Additional, it will help a person move up in their career more if they 24 00:01:49.319 --> 00:01:53.120 are raising their hand, because quite honestly, the squeaky wheel gets degrees. 25 00:01:53.159 --> 00:01:56.799 Sometimes I'm constantly looking for those that raise their hands, and I think the 26 00:01:56.840 --> 00:02:00.480 first step is thanking them for doing it right. I think sometimes we forget 27 00:02:00.480 --> 00:02:02.840 that, Like, like you know, when people raise their hand for more, 28 00:02:02.879 --> 00:02:06.920 they raise their hand for an assignment, they raise their hand for interest 29 00:02:06.959 --> 00:02:10.159 in a promotion. I think it's important that we say thank you because that's 30 00:02:10.199 --> 00:02:14.560 what we need. We need, we need people that are self motivated to 31 00:02:14.599 --> 00:02:16.800 want to take on more. Then the second conversation we have to have. 32 00:02:16.840 --> 00:02:19.680 It's okay, well, let's talk about it. Let's talk about the kind 33 00:02:19.680 --> 00:02:22.680 of readiness, like like, how are you currently doing in your role, 34 00:02:22.759 --> 00:02:24.800 what are the things that you're currently working on? How are you able to 35 00:02:25.000 --> 00:02:29.560 free up you know, the bandwidth to do these types of things. And 36 00:02:29.560 --> 00:02:35.639 and I share that because sometimes as a leader, helping them to pace is 37 00:02:35.759 --> 00:02:39.560 critical. Helping yourself to pace is important. And I think to your point, 38 00:02:39.639 --> 00:02:46.319 like you learn these things over time. And but but I've always looked 39 00:02:46.360 --> 00:02:49.800 back on that and I've seen and I've had times when I've had great leaders 40 00:02:49.800 --> 00:02:52.639 that have told me like, hey, you're taking on too much right, 41 00:02:52.719 --> 00:02:54.680 like, like you keep on raising your hand for everything, You're gonna get 42 00:02:54.719 --> 00:02:59.000 distracted. You're gonna kind of like you're gonna work to it. You're gonna 43 00:02:59.000 --> 00:03:00.439 get you know, burn yourself out. You're gonna have too many things going 44 00:03:00.479 --> 00:03:06.840 on. You can't possibly deliver at the expectation that you have if you have 45 00:03:06.960 --> 00:03:08.479 all of these things that you have going on. And I've you know, 46 00:03:08.960 --> 00:03:12.919 taken that advice. That's been helpful, and sometimes it's been painful sometimes, 47 00:03:12.919 --> 00:03:15.360 like you don't want to hear that you're trying to get everything done right, 48 00:03:15.439 --> 00:03:19.000 You're you're you're motivated, you're driven, you want to get stuff done. 49 00:03:19.120 --> 00:03:23.800 But that that pace part is really really important. And I think it's hard 50 00:03:24.039 --> 00:03:30.319 for us to self regulate pace. I do believe it takes someone to help 51 00:03:30.400 --> 00:03:34.280 us kind of point that out. Because if if you are able to self 52 00:03:34.319 --> 00:03:37.240 regulate, pay self regulate your pace, the question you might have to ask 53 00:03:37.360 --> 00:03:39.479 is like, am I going fast enough? Right? You know? So, 54 00:03:39.560 --> 00:03:43.960 I think sometimes like the best way to learn that, And I think 55 00:03:43.960 --> 00:03:47.080 the way that it's helped the most is to have someone who is a mentor, 56 00:03:47.400 --> 00:03:51.680 is a great leader, somebody that you do trust. That's helpful in 57 00:03:51.719 --> 00:03:54.080 saying like, hey, you have a lot going on, let's let's let's 58 00:03:54.120 --> 00:03:58.360 at least talk about it. But I also think that we have to not 59 00:03:58.560 --> 00:04:03.319 limit people's ability to get things done. I think that great leaders and great 60 00:04:03.360 --> 00:04:08.520 people they'll let you know when maybe their plate is a little too full. 61 00:04:09.000 --> 00:04:12.280 They'll let you know, like when you have to when they have to pull 62 00:04:12.280 --> 00:04:15.400 back a little bit on something. So I think there there's a little bit 63 00:04:15.439 --> 00:04:18.399 of a balance there that's needed. Like you don't want to limit people's opportunities, 64 00:04:18.439 --> 00:04:23.399 but you also need to make sure that they're moving at an appropriate pace 65 00:04:23.480 --> 00:04:26.319 based upon the goals that they have and the skills that they have. Quite 66 00:04:26.360 --> 00:04:30.720 frankly, right right. I had an employee report to me a few years 67 00:04:30.759 --> 00:04:38.319 ago who applied for a promotion and was given the feedback that they weren't ready 68 00:04:38.360 --> 00:04:41.160 for that promotion yet, that they had been in their current role for only 69 00:04:41.240 --> 00:04:47.079 a few months, and that they couldn't possibly have amassed enough experience and information 70 00:04:47.560 --> 00:04:53.000 in their current role to allow them to move up effectively into the next role. 71 00:04:53.600 --> 00:04:57.920 And the conversation I had with them seemed to go well, and then 72 00:04:58.240 --> 00:05:01.920 a month later, when another spot opened up for the same position, they 73 00:05:01.920 --> 00:05:06.839 applied again and I was surprised. I was like, wait, what was 74 00:05:06.879 --> 00:05:10.759 this a mistake? And I very quickly had to realize that, okay, 75 00:05:11.000 --> 00:05:14.399 the conversation that I thought I had with them was not the one that they 76 00:05:14.399 --> 00:05:19.839 took from it, and that they the timelines weren't clear, and quite honestly, 77 00:05:20.199 --> 00:05:24.759 there is no timeline you can set to say this is the right thing. 78 00:05:24.800 --> 00:05:27.160 After this many months, you're going to be ready, because there are 79 00:05:27.160 --> 00:05:30.279 some people who won't be ready after won't ever be ready, and there will 80 00:05:30.319 --> 00:05:33.279 be people who'll be ready sooner rather than later. And so I had to 81 00:05:33.319 --> 00:05:38.920 revisit the conversation with that employee and go over a list of things that I 82 00:05:38.959 --> 00:05:42.079 wanted to make sure that they were confident in doing so. It didn't start 83 00:05:42.079 --> 00:05:46.920 with me saying don't apply again. It was a conversation that said, Okay, 84 00:05:46.439 --> 00:05:49.240 if you're serious about this, I want to make sure you understand these 85 00:05:49.240 --> 00:05:53.519 are the things that you will have to do to hit the ground running on 86 00:05:53.639 --> 00:05:59.399 day one that shouldn't require any coaching or training. You have to be able 87 00:05:59.439 --> 00:06:00.959 to do these right away. And then these are the things you'll have to 88 00:06:00.959 --> 00:06:04.519 get done that there will be some coaching and training involved, and that you're 89 00:06:04.519 --> 00:06:08.800 not expected to kind of know how to do them great right at the beginning. 90 00:06:09.240 --> 00:06:12.879 And that conversation was a lot more eye opening for that person. So 91 00:06:12.920 --> 00:06:15.959 it's not just a you know, you're not ready yet, or this vague 92 00:06:15.000 --> 00:06:18.240 kind of like there's a there's a timeline associated with it, because it's not 93 00:06:18.279 --> 00:06:21.519 a timeline, it's a it's a list of things that they should be able 94 00:06:21.600 --> 00:06:25.759 to get done in order to make sure they will be successful in a role 95 00:06:25.800 --> 00:06:30.000 and that they don't burn out. I think when employees do this, it's 96 00:06:30.079 --> 00:06:35.879 because they believe that nothing will ever happen unless they make it happen for themselves, 97 00:06:36.279 --> 00:06:40.360 and so they use every opportunity to try to make things happen for themselves. 98 00:06:40.639 --> 00:06:46.319 And that type of mindset should not be kind of tamped down in a 99 00:06:46.360 --> 00:06:49.759 person. It should just be tempered with the knowledge of what it takes to 100 00:06:49.800 --> 00:06:54.800 move forward. But it will only work if that employee has confidence in you 101 00:06:54.879 --> 00:06:58.199 as a leader, that you are looking out for them, that you're not 102 00:06:58.240 --> 00:07:00.720 trying to just tell them to not speak up anymore because you're tired of it, 103 00:07:01.000 --> 00:07:04.399 that you that you want them to be successful. You're committed to helping 104 00:07:04.439 --> 00:07:06.879 them get to that place if that's where they want to be. But that 105 00:07:06.920 --> 00:07:14.680 will take regular conversation and check ins and and and a forward looking mindset to 106 00:07:14.720 --> 00:07:17.160 where they want to go as a as a long term and short term goal, 107 00:07:17.560 --> 00:07:20.199 and then what you can do to help them get there. Because once 108 00:07:20.199 --> 00:07:24.040 they understand that you will do that as a leader, and they see that 109 00:07:24.120 --> 00:07:27.160 happening in action, they're a lot less likely to try to jump the gun 110 00:07:27.439 --> 00:07:30.439 and potentially find themselves in a role that they really weren't prepared for Yeah, 111 00:07:30.480 --> 00:07:34.079 it's great. I think that one of the things I discuss a lot is 112 00:07:34.319 --> 00:07:40.279 not confusing milestones and mile markers. And what I mean by that is like 113 00:07:40.360 --> 00:07:44.800 it's it's all a journey, Like there is no true finish line when you 114 00:07:44.800 --> 00:07:48.439 think about career progression until you're done with your career, right, Like you 115 00:07:48.480 --> 00:07:53.120 know, like everything else is a journey, and it should be some type 116 00:07:53.120 --> 00:07:57.800 of movement, you know, from a progress standpoint, and and so you 117 00:07:57.800 --> 00:08:01.120 know, taking the time to learn, take time to grow, taking the 118 00:08:01.199 --> 00:08:07.319 time to have enough skill to be successful at the next level. And we've 119 00:08:07.319 --> 00:08:11.360 talked about this before on the show, but like kind of Malcolm Gladwell's ten 120 00:08:11.399 --> 00:08:13.240 thousand Hours and like the Art of Mastery and that type of thing where it's 121 00:08:13.279 --> 00:08:18.319 like in a full time job, that's five years, forty hours a week 122 00:08:18.399 --> 00:08:22.000 over the course of five years, Like that's ten thousand hours in that job. 123 00:08:22.000 --> 00:08:22.759 Now, I'm not saying that you have to do the same job for 124 00:08:22.839 --> 00:08:26.680 ten years or for five years. What I'm saying is that you need to 125 00:08:26.720 --> 00:08:31.200 take the time in a role to see the vast majority of what you're going 126 00:08:31.279 --> 00:08:35.399 to see in that role at that level of responsibility. That's going to help 127 00:08:35.480 --> 00:08:41.799 you be prepared for the next level of responsibility and so that you're not You're 128 00:08:41.840 --> 00:08:43.559 not you know, coming across these things for the first time that you should 129 00:08:43.559 --> 00:08:48.600 already know that you'd already had some exposure to And that type of pacing is 130 00:08:48.720 --> 00:08:52.279 it means that, like I don't have a timeline for each individual person. 131 00:08:52.279 --> 00:08:58.360 One of the things that you know that that bugs me with sometimes how companies, 132 00:08:58.480 --> 00:09:01.440 organizations, leaders do things like talent planning that type stuff. They try 133 00:09:01.480 --> 00:09:03.120 to put timelines on things. Right, Chris, Chris is going to be 134 00:09:03.120 --> 00:09:07.240 ready for the next job, and in six to twelve months, Chris is 135 00:09:07.279 --> 00:09:09.960 gonna be ready for the next job, and one to two app Chris can 136 00:09:09.000 --> 00:09:11.600 be ready for the next job next week. You know what I'm saying, 137 00:09:11.639 --> 00:09:15.200 Like not in twelve months? Yeah, yeah, yeah, Like what the 138 00:09:15.320 --> 00:09:18.240 job is, what the responsibilities are, what we need, what the talent 139 00:09:18.279 --> 00:09:20.120 pop plan looks like, what he's capable of. Now. I understand that, 140 00:09:20.200 --> 00:09:26.000 like we need to be able to assess like what people need skill wise, 141 00:09:26.480 --> 00:09:30.279 but the fact that we think we can tie time to skill building and 142 00:09:30.320 --> 00:09:33.519 refinement, that to me doesn't add up. It just it doesn't make sense 143 00:09:33.559 --> 00:09:37.960 to me. Because people learn differently, they absorb differently, they apply things 144 00:09:39.039 --> 00:09:43.639 differently. People come in already with a basket full of experience, background and 145 00:09:45.120 --> 00:09:48.919 capability, and sometimes that goes dormant when you put them into roles where they 146 00:09:48.919 --> 00:09:52.360 don't have to use certain things. But by by by you know, giving 147 00:09:52.360 --> 00:09:56.120 them expanded responsibilities or assignments or a different leader, all of a sudden, 148 00:09:56.320 --> 00:10:00.000 this person can really show up in these spaces. So anyway, I just 149 00:10:00.480 --> 00:10:05.279 I think that pace for me really does come down to the individual and and 150 00:10:05.440 --> 00:10:13.039 requires a lot of actual dialogue, conversation coaching in this kind of context, 151 00:10:13.159 --> 00:10:18.559 like like knowing that that that there's there's skills that people have, skills that 152 00:10:18.559 --> 00:10:22.000 people have to refine, skills that people have to build, and that that's 153 00:10:22.120 --> 00:10:26.440 actually going to help us to better understand the pace, but that there has 154 00:10:26.480 --> 00:10:30.519 to be a pace there there's there should be you know, there should be 155 00:10:30.559 --> 00:10:35.559 always movements and and that should be adjusted based upon what the next goal is 156 00:10:35.840 --> 00:10:41.200 and kind of the current state of you know, where you're at from a 157 00:10:41.279 --> 00:10:43.000 from a development standpoint. Yeah, you're you're spot on with that. I 158 00:10:43.000 --> 00:10:46.759 want to go over the next piece of advice in this episode because I think 159 00:10:46.759 --> 00:10:50.440 it ties in very heavily with this idea of pacing yourself. And then the 160 00:10:50.440 --> 00:10:54.759 next piece of advice that that coaches wish they had had as as younger people 161 00:10:54.799 --> 00:10:58.679 in their careers is this idea of following your dreams. I think it relates 162 00:10:58.720 --> 00:11:05.000 to pacing yourself because it's when when a person is doing something that isn't necessarily 163 00:11:05.039 --> 00:11:11.919 in line with what their their ultimate goals or dreams are, they can oftentimes 164 00:11:11.960 --> 00:11:18.240 try to substitute that with very quick or fast movement within a career path that 165 00:11:18.279 --> 00:11:22.039 they don't want because they they're they're they're a trying to run away from something. 166 00:11:22.080 --> 00:11:26.039 They're trying to want to run away from whatever the current role there is 167 00:11:26.200 --> 00:11:28.120 that they're doing in order to get into something else. That could be a 168 00:11:28.159 --> 00:11:33.200 sign of that, or it could be that they don't know them articulate or 169 00:11:33.200 --> 00:11:35.480 even know what their dreams are what they want to do, and so they 170 00:11:35.559 --> 00:11:41.559 they're they're trying to figure out a way to measure a forward movement. And 171 00:11:41.759 --> 00:11:46.679 if you know what your dreams are and you can articulate them, and I'm 172 00:11:46.679 --> 00:11:48.919 not meaning dreams in a cliche term, I mean like short term and long 173 00:11:50.000 --> 00:11:52.519 term goals, what do you actually want to do and articulate that. If 174 00:11:52.519 --> 00:11:56.600 a person can do that, they're far less likely to to, you know, 175 00:11:56.679 --> 00:12:03.519 run full speed ahead into career path that is not for them, unless 176 00:12:03.559 --> 00:12:05.600 they are you know, afraid or they you know, have this you know, 177 00:12:05.679 --> 00:12:09.919 kind of the the imposter syndrome or way something they don't deserve, whatever, 178 00:12:09.960 --> 00:12:13.120 those those dreams are. So as a leader, when you're talking to 179 00:12:13.159 --> 00:12:16.879 your people about pacing themselves, one of the things that you can do is 180 00:12:16.000 --> 00:12:20.200 talking to them about what their long term goals are and what you can do 181 00:12:20.240 --> 00:12:24.519 as leader to help them get there. If a person is earlier in their 182 00:12:24.559 --> 00:12:30.360 career, they are far more likely to be able to find the courage to 183 00:12:30.440 --> 00:12:33.360 take steps towards following their dreams than when they're later on in their career and 184 00:12:33.399 --> 00:12:37.759 they have responsibilities they have to consider they may not have had when they were 185 00:12:37.799 --> 00:12:41.320 when they were younger or earlier on in their career. And so the people 186 00:12:41.360 --> 00:12:45.679 who can articulate that sooner, and and I'm not talking about how you know, 187 00:12:45.720 --> 00:12:48.240 when you meet with your guidance counselor in eighth grade, you're supposed say 188 00:12:48.240 --> 00:12:50.519 what you want to do for a living. That's ridiculous. I'm talking about 189 00:12:50.720 --> 00:12:54.440 a person being able to articulate, who is an adult, who is in 190 00:12:56.159 --> 00:13:00.279 something that could be a career path, to be able to articulate where they 191 00:13:00.320 --> 00:13:03.759 see themselves in five years, both within this career as well as if they 192 00:13:03.759 --> 00:13:07.559 were doing something totally different. What would they do if it wasn't here? 193 00:13:09.039 --> 00:13:11.799 And is that something that appeals to them? How can you as a leader 194 00:13:11.799 --> 00:13:16.879 help them get there? The conversations around one will help strengthen the relationship with 195 00:13:16.960 --> 00:13:20.480 the person that will help move forward on the conversation about the other, and 196 00:13:20.519 --> 00:13:22.759 they work together, I think in that regard. Yeah, I like the 197 00:13:22.799 --> 00:13:26.960 fact that they use the term kind of dreams because I think it's something that 198 00:13:28.360 --> 00:13:31.360 I like how you talked through it, like the dreams and in goals. 199 00:13:31.639 --> 00:13:35.600 And then because when I hear the term dreams, I think of that like 200 00:13:35.720 --> 00:13:39.120 like these are things that we want, but we maybe lack the courage to 201 00:13:39.159 --> 00:13:41.480 go work towards right, right, Like that's that's kind of what I hear 202 00:13:41.600 --> 00:13:46.759 in dreams is kind of like I really want to do that, but I 203 00:13:46.799 --> 00:13:48.679 don't know if I can. I don't know if I'm capable, I don't 204 00:13:48.679 --> 00:13:52.519 know if I'm good enough, Like I don't know if I'm willing to, 205 00:13:54.159 --> 00:14:00.120 you know, push out of whatever. Maybe you know, expectations that that 206 00:14:00.159 --> 00:14:03.679 are there for me, myself, for my parents, my significant others, 207 00:14:03.679 --> 00:14:05.639 my friends, all that type of things. So, but I think it's 208 00:14:05.639 --> 00:14:07.919 important to understand what they are, like, like, you know, you 209 00:14:07.960 --> 00:14:13.559 can, you should, and you should be thinking about what are you working 210 00:14:13.720 --> 00:14:16.960 towards. And that's kind of what I hear in dreams, and you'll have 211 00:14:16.039 --> 00:14:22.600 goals on the way there. But if there's something that you really want to 212 00:14:22.360 --> 00:14:26.879 to involve yourself in when it comes to how you spend time in a career 213 00:14:26.000 --> 00:14:31.440 and how you spend time like creating income for yourself, the closer you get 214 00:14:31.480 --> 00:14:33.720 to knowing what that is, and the more that you can spend time talking 215 00:14:33.759 --> 00:14:39.000 about it and discussing it and then like taking things on to learn about how 216 00:14:39.080 --> 00:14:43.320 you can make those dreams come become a reality. I think that's super important. 217 00:14:43.480 --> 00:14:48.159 And I think that allows you to have an intrinsic motivation that will push 218 00:14:48.440 --> 00:14:52.039 you through the harder times. Right. So, in one regard, you 219 00:14:52.039 --> 00:14:56.639 could say that the difference between a dream and a goal is a dream is 220 00:14:58.759 --> 00:15:03.080 potentially vague and and inarticulate, right, So it's just kind of like this 221 00:15:03.279 --> 00:15:05.440 throwing something out there into the universe, this is what I would do. 222 00:15:07.240 --> 00:15:11.080 Once you start to put structure to that, it becomes a goal. You 223 00:15:11.080 --> 00:15:16.080 can turn a dream into a goal by by being able to figure out the 224 00:15:16.120 --> 00:15:18.840 steps that it will take to get there and not just kind of like, 225 00:15:18.879 --> 00:15:22.120 oh, my my dream one day is to visit ten countries. Right, 226 00:15:22.159 --> 00:15:24.279 it's like, okay, so what does it take to get there? Well, 227 00:15:24.320 --> 00:15:28.480 it costs this much money, and it costs this much time, and 228 00:15:28.519 --> 00:15:30.840 you have to get a passport, and you have to like there are things 229 00:15:30.879 --> 00:15:33.480 you have to do, and that can be scary to articulate the things that 230 00:15:33.519 --> 00:15:37.679 are needed, because now it becomes something that is not just kind of you 231 00:15:37.679 --> 00:15:41.679 know, you know, arthereal, it is it is something that is that 232 00:15:41.840 --> 00:15:48.000 can be real if you make it real and make helping employees make their dreams 233 00:15:48.240 --> 00:15:52.080 something that is that is real to them. Again, that could be scary, 234 00:15:52.200 --> 00:15:56.240 but it can also be very freeing and it can help really focus an 235 00:15:56.279 --> 00:16:00.480 employee on whether or not what they're doing right now now is the right thing 236 00:16:00.480 --> 00:16:03.720 they should be doing to get them closer to that because the moment you start 237 00:16:03.759 --> 00:16:07.480 to think about something as being just a dream, which is like a oh, 238 00:16:07.519 --> 00:16:11.759 if the univers aligns, then it will happen to Oh, no, 239 00:16:11.879 --> 00:16:15.559 this is something that I can actually make happen if I do the right things 240 00:16:15.600 --> 00:16:18.879 and take the right steps in the right order over the right timeline. Once 241 00:16:18.919 --> 00:16:23.480 they start to consider that, it will become much harder to discard those things 242 00:16:23.759 --> 00:16:27.080 because now it becomes something that is attainable. It's something you can actually make 243 00:16:27.120 --> 00:16:30.440 happen, not just something that might happen to you one day. Absolutely, 244 00:16:30.759 --> 00:16:33.559 and with that it brings us to this episode's one minute hack. But first 245 00:16:33.559 --> 00:16:37.639 a few words from our sponsors. All right, for this episode is ad 246 00:16:37.639 --> 00:16:40.279 minute hack. Here's I want you to do. Think about this concept of 247 00:16:40.360 --> 00:16:44.879 pacing yourself with the concept of following your dreams and incorporate them together when you 248 00:16:44.919 --> 00:16:48.360 have conversations with your employees and with yourself. The two things need to work 249 00:16:48.399 --> 00:16:52.080 together. So when you're talking to employees, talk to them about short term 250 00:16:52.120 --> 00:16:57.799 and long term goals and goals that they would do both within the confines of 251 00:16:57.879 --> 00:17:02.799 the tradition career path that you could help them with in the role they're currently 252 00:17:02.879 --> 00:17:06.480 in, as well as what they would do if I had nothing to do 253 00:17:06.559 --> 00:17:08.880 with this job. What would they do if they had to work, but 254 00:17:08.920 --> 00:17:11.839 they, you know, had they were independently wealthy and they could do whatever 255 00:17:11.839 --> 00:17:15.160 they wanted to, but they still had to work. What would they do? 256 00:17:15.599 --> 00:17:18.640 Help them? Figure out how you can help them in their day to 257 00:17:18.720 --> 00:17:22.960 day work that what that aligns that with what their long term dreams are. 258 00:17:23.079 --> 00:17:26.920 Even if there's not much that can be done, things can be done that 259 00:17:26.960 --> 00:17:30.720 have nothing to do with work too, things like helping them, you know, 260 00:17:30.799 --> 00:17:33.400 align their schedule with something else they want to do that might get them 261 00:17:33.400 --> 00:17:36.640 closer to it. So if they're doing something for you that has nothing to 262 00:17:36.640 --> 00:17:38.920 do with their long term their long term dreams, this doesn't mean that you 263 00:17:38.960 --> 00:17:45.240 can't help them or or engage them in the process of articulating them and making 264 00:17:45.240 --> 00:17:48.119 sure they understand that there is a process and that there is no end to 265 00:17:48.200 --> 00:17:52.200 this. It's just what steps am I taking. There's a there's an old 266 00:17:52.200 --> 00:17:56.519 adage I love It says I'm not there yet, but I'm closer than I 267 00:17:56.599 --> 00:18:00.359 was yesterday. If you can get your employees to believe that, it is 268 00:18:00.480 --> 00:18:04.400 that they are closer today than they were yesterday. It mitigates a lot of 269 00:18:04.440 --> 00:18:08.599 the potential unease and unrest that employees can feel, like when they start to 270 00:18:08.599 --> 00:18:12.799 feel stagnated and and they're they're not moving up fast enough. It's possible that 271 00:18:12.799 --> 00:18:17.359 they are moving up at just the right speed. They just don't look at 272 00:18:17.359 --> 00:18:21.039 the things they do each day as stepping stones to getting there. They're looking 273 00:18:21.079 --> 00:18:25.440 at the next promotion as a stepping stone and there's nothing before that that that's 274 00:18:25.480 --> 00:18:26.839 the wrong mindset, and you help your employees get there. Yeah, that's 275 00:18:26.920 --> 00:18:30.480 kind of what I was going to share a little bit as well as I 276 00:18:30.519 --> 00:18:34.920 think that the ability to help connect dots, the ability to help people, 277 00:18:36.359 --> 00:18:41.799 you know, feel and understand uh, what pace is and why it's important 278 00:18:41.960 --> 00:18:45.119 and and when you're gonna move fast and you're gonna slow down a little bit, 279 00:18:45.119 --> 00:18:48.599 and why those things happen and where those things happen. The more time 280 00:18:48.720 --> 00:18:53.640 that you can spend with with those that are that are motivated, that that 281 00:18:53.720 --> 00:18:56.720 are that are you know, kind of raising their hands, that are motivated, 282 00:18:56.759 --> 00:19:00.799 they want to go, they want to grow, and spending the time 283 00:19:00.839 --> 00:19:03.880 with them to help them understand some of these concepts I think is super helpful 284 00:19:03.960 --> 00:19:11.799 and healthy and allows them to know that the work they're doing every day is 285 00:19:11.839 --> 00:19:14.920 getting them where they want to go, both professionally and personally. When you 286 00:19:14.920 --> 00:19:18.400 think about dreams right right, and I'll say this one last time, it's 287 00:19:18.720 --> 00:19:25.400 very important that in the process of doing this, you don't cause an employee 288 00:19:25.400 --> 00:19:29.400 who is always raising their hands trying to tick on more things that you don't 289 00:19:29.480 --> 00:19:32.920 cause them to lose that thing that made them want to do that. That 290 00:19:33.079 --> 00:19:37.960 mindset is the type of mindset that allows people to move forward in their career. 291 00:19:37.359 --> 00:19:40.920 The goal is not to stop that from happening. The goal is to 292 00:19:40.920 --> 00:19:45.519 make sure they understand what the process is so that when they continue to raise 293 00:19:45.559 --> 00:19:49.599 their hand for more tasks and to take on more things, that the conversations 294 00:19:49.599 --> 00:19:53.240 you have with them around that process don't end with them thinking, oh, 295 00:19:53.839 --> 00:19:56.839 you know, this is my leader shutting me down again, this is my 296 00:19:57.119 --> 00:20:00.119 telling me not to do something. It's like, no, there's there's a 297 00:20:00.240 --> 00:20:04.119 there's a right way, and there's a treading waterway, you know, and 298 00:20:04.119 --> 00:20:07.480 and taking on more things simply for the take of taking them on that won't 299 00:20:07.480 --> 00:20:11.839 help them move towards their goals. That's the wrong thing they should be focusing 300 00:20:11.839 --> 00:20:14.799 their energy on things that will move them forward. And it's your job as 301 00:20:14.799 --> 00:20:15.920 a leader to help them, you know, figure out which ones fall into 302 00:20:15.920 --> 00:20:18.680 which category. Absolutely, and with that brings us to the end of this 303 00:20:18.759 --> 00:20:22.640 episode. This is hacking your leadership. I'm Lorenzo and I'm Chris, and 304 00:20:22.680 --> 00:20:22.759 we'll talk to you all next time.